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People theory STUDIES Related Theory

Recruitment and selection
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Recruitment and training

Recruitment, selection and training

REVISION
Supporting Documents
Recruitment is the process of identifying that the organisation needs to employ someone up to the point at These downloads will help to put people
THEORY theory into context using real world
which application forms for the post have arrived at the organisation. Selection then consists of the
examples from real businesses.
processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a
TEACHING
range of processes involved in making sure that job holders have the right skills, knowledge and attitudes Planning effective marketing strategies
for a target audience
required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within
RESOURCES

a business can be done either internally by recruitment within the firm, or externally by recruiting people from
outside. COMPANIES
Discover how adidas applied people theory
to succeed in the sportswear industry by
CAREERS
The advantages of internal recruitment are that: downloading our premium case study.

SHOP Download as PDF »

1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will Download as MP3 »
Online preview
need shorter periods of training and BLOG
time for 'fitting in'.
Balancing the marketing mix through
creative and innovative strategies

2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the
organisation.
Learn how Kellogg's employed people theory
to thrive in the manufacturing industry by
3. Internal promotion acts as an incentive to all staff to work harder within the organisation.
downloading our premium case study.

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4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There Download as MP3 »
is always a risk attached to employing an outsider who may only be a success 'on paper'. Online preview
Using the marketing mix to drive change

The disadvantages of recruiting from within are that:

Discover how Parcelforce Worldwide used

1. You will have to replace the person who has been promoted people theory to prosper in the logistics
industry by downloading our premium case

2. An insider may be less likely to make the essential criticisms required to get the company working more study.

effectively Download as PDF »

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3. Promotion of one person in a company may upset someone else. Leading a revolution in banking

External recruitment
Discover how Intelligent finance applied
External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to people theory to succeed in the financial
bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company services industry by downloading our
may end up with someone who proves to be less effective in practice than they did on paper and in the premium case study.
interview situation.
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There are a number of stages, which can be used to define and set out the nature of particular jobs for
recruitment purposes:

Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number
of important questions need to be explored:

the title of the job

to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.
Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of equipment and materials to be
employed with the job.

4. Identify and profile the experiences of employees in their work tasks (information which can be used as
evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding out information from
interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned
directly from the person carrying out a task and/or from their supervisory staff. Some large organisations
specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the
general skills of a training or personnel officer.

Job description
A job description will set out how a particular employee will fit into the organisation. It will therefore need to
set out:

the title of the job

to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.
A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a
guideline for an employee and/or his or her line manager as to his or her role and responsibility within the
organisation.

Job specification.
A job specification goes beyond a mere description - in addition, it highlights the mental and physical
attributes required of the job holder. For example, a job specification for a trainee manager's post in a retail
store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking for people who are
tough and talented. They should have a flair for business, know how to sell, and to work in a team.'

Job analysis, description, and specification can provide useful information to a business in addition to
serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance
and is a feature of promotion in modern companies. In some companies, for example, employees and their
immediate line managers discuss personal goals and targets for the coming time period (e.g. the next six
months). The appraisal will then involve a review of performance during the previous six months, and setting
new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions
can be used as reference points for arbitrating in disputes as to 'who does what' in a business.Selection
involves procedures to identify the most appropriate candidates to fill posts. An effective selection
procedure will therefore take into consideration the following:

keeping the costs of selection down

making sure that the skills and qualities being sought have been identified,
developing a process for identifying them in candidates
making sure that the candidates selected, will want the job, and will stay with the company.
Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is
accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have
available to them all the necessary documentations, such as application forms available to study before the
interviews take place. A short list must be made up of suitable candidates, so that the interviews do not have
to take place a second time, with new job advertisements being placed.

The skills required should have been identified through the process of job analysis, description and
specification. It is important then to identify ways of testing whether candidates meet these requirements.
Testing this out may involve:

interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.

Induction and training

New workers in a firm are usually given an induction programme in which they meet other workers and are
shown the skills they must learn. Generally, the first few days at work will simply involve observation, with an
experienced worker showing the 'new hand' the ropes. Many large firms will have a detailed training scheme,
which is done on an 'in-house' basis. This is particularly true of larger public companies such as banks and
insurance companies. In conjunction with this, staff may be encouraged to attend college courses to learn
new skills and get new qualifications. Training thus takes place in the following ways:

1. On the job - learning skills through experience at work

2. Off the job - learning through attending courses.

Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy for
example, trainee accountants will be expected to pass exams set by the Association of Chartered Certified
Accountants (ACCA). At the same time, a candidate for promotion must show a flair for the job. It is the
responsibility of the training department within a business to make sure that staff with the right skills are
coming up through the firm or being recruited from outside.

The Association of Chartered Certified Accountants has 300,000 members and students throughout the
world. It is a professional body setting standards for the accountancy profession. To be properly qualified,
accountants must have passed examinations that make them eligible for membership of one or more
professional accounting bodies, such as ACCA. Typically accountants will improve their knowledge and
experience by taking courses run and organised by ACCA during their professional training enabling them to
develop and enhance their careers.

Induction is the process of introducing new employees to an organisation and to their work responsibilities
in that organisation.

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